摘要
How budgetary management as a tool for planning and controlling of business operations is aligned with strategy and internal control system may not be problematic to American firms but is the most challengeable to large corporations in China. The case of Sinochem Corporation demonstrates the ways that budgetary management is linked with 3-year strategic planning at corporate level via yearly operating plans at business levels, and that budgets are integrated with internal control system into a device of task control to monitor whether business operations are on the track toward strategy. It is learned from the case that Chinese corporations have initiated different practices than American firms in solving the same issues.
